Financial accounting reports are prepared for the use of external parties such as shareholders and creditors‚ whereas managerial accounting reports are prepared for managers inside the organization. This contrast in basic orientation results in a number of major differences between financial and managerial accounting‚ even though both financial and managerial accounting often rely on the same underlying financial data. In addition to the to the differences in who the reports are prepared for
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MANAGEMENT ACCOUNTING 1. The group is required to undertake a project on a management accounting topic related to the course (refer attachment). The objective of the project is to provide students an opportunity to gain an in-depth knowledge of the theoretical underpinnings of one of the management accounting topics and to summarize any current articles of the topic (the chosen articles must be accepted by your lecturer). 2. The group projects may be done in groups of at most five
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MZUMBE UNIVERSITY FACULTY OF COMMERCE A RESEARCH PROPOSAL ON; EVALUATION OF THE EFFECTIVENESS OF THE COMPUTERISED PAYROLL ACCOUNTING SYSTEM A CASE STUDY AT THE MINISTRY OF HOME AFFAIRS DAR ES SALAAM BY HASSAN MOHAMED HANGAI BACHELOR OF ACCOUNTANCY AND FINANCE (B.A.F) OCTOBER 2010 A RESEACH PROPOSAL TO BE SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF A DEGREE ON BUSINESS ACCOUNTANCY AND FINANCE AT MZUMBE UNIVERSITY MOROGORO-TANZANIA 1 TABLE OF CONTENTS 0.0 MEANING
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1.Managerial accounting vs financial accounting Managerial accounting information system is an information system that produces outputs using inputs and processes needed to satisfy specific managerial objectives. How do management accounting and financial accounting differ? Management Accounting Financial Accounting 1. Internally focused
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LEAN ACCOUNTING: BEST PRACTICES FOR SUSTAINABLE INTEGRATION "Costs do not exist to be calculated. Costs exist to be reduced.” – Taiichi Ohno‚ father of the Toyota Production System Lean Accounting-It is simply the application of lean principles to the accounting and associated functions within the enterprise. The idea is simple‚ but the application is not obvious within the framework of traditional accounting systems. Lean Accounting was born in the early 90’s through the experiences
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A CASE STUDY ON UNETHICAL BUSINESS PRACTICES |Coca-Cola Continues Unethical and Dishonest Practices in India | |Company Must Follow Recommendations of Company Funded Study: | |Shut Down Kala Dera Bottling Plant | |
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discussion 1 The systematics of the theory of Sutherland: “Criminal behavior as learned through contact with other with a law-violating orientation” This theory applies to both conventional and white collar crimes. Sutherland formulated a list of nine interrelated proposition on the process and content of learning to be a criminal (Friedrichs: P.235-236). These are the following: 1) Criminal behavior is learned‚ 2) Criminal behavior is learned in interaction with other persons in a process of communication
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CHAPTER 1 Financial Reporting and Accounting Standards ASSIGNMENT CLASSIFICATION TABLE Topics Questions Cases 1. Global markets. 1 2. Environment of accounting. 2‚ 3‚ 4 4‚ 5‚ 7 3. Objective of financial reporting. 5‚ 6‚ 7‚ 8‚ 9‚ 10 2 4. Standard-setting organizations. 11‚ 12‚ 13‚ 14‚ 15‚ 16‚ 17‚ 18 1‚ 3‚ 6 5. Financial reporting challenges. 19‚ 20‚ 21‚ 22‚ 23‚ 24‚ 25 8‚ 9‚ 10 6. Ethical issues. 25 11‚ 12 Copyright
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Aggressive and Violent Behavior Aggression is usually defined by behavioral scientists as behavior that is intended to harm another person. Common forms of aggression are physical (for example‚ punching)‚ verbal (for example‚ saying or writing hurtful things to another person)‚ and relational (for example‚ intentionally and publicly not inviting someone to a party to harm his social relationships). Violence usually is conceived as more extreme forms of physical aggression that are likely to result
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ROLE OF RESPONSIBILITY ACCOUNTING IN FOSTERING GOAL CONGRUENCE RATIONALE: It is impossible for top managers to make all the necessary decisions about everything except in very small organizations. Somehow at some point he has to delegate some decisions to those who are at the lower levels and are more knowledgeable to the everyday detail of the company’s operation. By empowering lower level managers to make decisions‚ decision-making authority is spread throughout the organization rather
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